Agile Way of Working in the organisation to increase the speed-to-market of IT delivery as well as improving business engagement and customer satisfaction. First Consulting supports organizations to embed the Agile Way of Workin
2. 2
What is agile
Agile is a delivery method that favors frequent iterative
releases over traditionally long phased releases
■ First and foremost: satisfy the customer. Deliver
working and valuable software early and
frequently.
■ Measure progress primarily by working software.
■ Have business people and developers work
together daily.
■ Welcome changing requirements.
■ Create a self-organizing team of motivated
individuals.
■ Communicate using face-to-face conversation.
■ Maintain a sustainable pace of development.
■ Attend continuously to good design.
■ Retrospect and adjust regularly.
“We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
■ Individuals and interactions over processes
and tools
■ Working software over comprehensive
documentation
■ Customer collaboration over contract
negotiation
■ Responding to change over following a plan
The Agile Manifesto The Agile Principles
3. 3
Key differences
Agile works with an iterative workflow
Agile Approach
Working Software
(Incremental delivery, Bugs impact is less)
Customer Collaboration
Leadership and Collaboration
Responding to Change
(Response to change is more timely and free flowing)
Iterative Workflow
(Small releases of software – modular nature,
Activities will occur in parallel)
Informal Communication
Adaptability
Traditional Project Management
Comprehensive Documentation
(Major release, Bugs impact is very high)
Contract Negotiation
Command and Control
Following a Plan
(There is no going back)
Linear and Sequential Approach
(Main Release, Activities follow
a linear sequence)
Formal Communication
Predictability
5. 5
Safe framework
All traditional business processes are applicable. Difference is
the light weighted design (less governance, focus on high level
guidelines and empowerment)
Portfolio
Portfolio management processes
High level strategy
Define value streams and allocate budget
Program
Agile Release Train (ART) is the primary value delivery
construct in SAFe
Empowerment
Fixed capacity per ART
Cross functional teams – T profile
No dependencies between teams
CICD need to be in place
Teams need to work on same heart beat
Safe principles
Team
Scrum teams
Daily execution, development, testing, releasing
Backlog priorities by business product owner
6. 6
Governance model (target)
The IT operating model will change over time with agile. A
shift towards business is needed
A shift towards business and IT integration is a pre-requisite
This requires a new mind set (principles), including roles & responsibilities and processes/procedures
Because of the multi country/product business a clear governance need to be drafted
A key step is to define and install a Value driven management team (VMT) in which the value stream is
managed. VMT members are business representatives and IT)
Old IT TOM
New IT TOM
IT DeliveryBusiness
Demand
management
Supply
management
Business Demand Supply Delivery
Business uses IT for daily
operations
Business defines need for
changes and liaises with the
demand organization
Ideally teams are physically
located nearby
Business owns the IT budget
and is responsible for priority
setting in IT change and run
Demand and supply are (more)
integrated in the business
Actively involved with scrum team
in the role of Product Owner
Business and IT are both managed
in a KMT
All IT projects can be considered
business projects
Supply teams do the
coordination towards vendors
Based on available, budget,
backlog and capacity work is
organized in the agile teams
Train and facilitates scrum
teams
IT is responsible for IT
Operations, like network,
infrastructure, data centres
7. 7
Transformation approach (example)
An ‘integrated, controlled and phased approach’. The pilots
should contribute to growth towards the maturing phase
7
Plan the end-to-end
technology
implementation
Design the end-
state solution
Build the end-state
solution
Implement, test and
deploy the end-
state solution
Monitor the solution
after
Implementation
Plan Design Build Implement Monitor
TRADITIONAL
Planning
■ Product
owner
Monitoring
Product Backlog
(features)
Sprint Backlog
(tasks)
Shippable
Product
Sprint
Retrospective
Sprints
(2 to 4 Weeks)
Sprint
Demo
Release
Planning
Iteration
Planning
User
Stories Definition
of Done
Estimates/
Story Size
Agile
FAT UAT
x weeks X weeks
Freeze
x week
Aftercare
LIVE 2 weeks
Planning
■ Product
owner
Monitoring
Product Backlog
(features)
Sprint Backlog
(tasks)
Shippable
Product
Sprint
Retrospective
Sprints
(2 to 4 Weeks)
Sprint
Demo
Release
Planning
Iteration
Planning
User
Stories Definition
of Done
Estimates/
Story Size
Agile
FAT UAT
X – y weeks
Freeze Aftercare
LIVE 2 weeks
Preparation
Prep
Operations (AMS) managed in parallel
Operations (AMS) managed in parallel
Phase 1 Shaping
Phase 2 Maturing
x weeks
X-y
Current operating model designed based on waterfall
principles
Phase 1 is about structural piloting and learning. In
practise a more ‘agilefall’ we be effectuated
Phase 2 the key
impediments are
mitigated. The
business involvement
is organized in KMT’s,
where possible
automation has
increased and all
activities are done
within a sprint
Change and run still
managed in parallel
Exception
8. 8
Transformation approach (example)
The end state situation need to be further defined, based on
the ambition
Planning
■ Product
owner
Monitoring
Product Backlog
(features)
Sprint Backlog
(tasks)
Shippable
Product
Sprint
Retrospective
Sprints
(2 to 4 Weeks)
Sprint
Demo
Release
Planning
Iteration
Planning
User
Stories Definition
of Done
Estimates/
Story Size
Testing
Agile
Aftercare
2 weeks
Prep
Operations (AMS) managed in parallel
Planning
■ Product
owner
Monitoring
Product Backlog
(features +
operations)
Sprint Backlog
(tasks)
Shippable
Product
Sprint
Retrospective
Sprints
(2 to 4 Weeks)
Sprint
Demo
Release
Planning
Iteration
Planning
User
Stories Definition
of Done
Estimates/
Story Size
Testing
Agile
Phase 3 Agile on Scaling
Phase 4 Complete
In phase 3 Agile can be scaled based on value
streams. New operating model applies (new
roles and responsibilities defined and
effectuated)
CICD capabilities are matured over the
domains
All activities are done within the agile sprint
(dev, testing, deployment)
In phase 4 change and operations will be
integrated
No additional preparation is needed (end to
end processes applicable). This also applies
for the aftercare
An ‘integrated, controlled and phased approach’
